Download NURS-FPX 4010Interview and Interdisciplinary Issue Identific and more Lecture notes Accounting in PDF only on Docsity! NURS-FPX 4010 Interview and Interdisciplinary Issue Identification NURS-FPX 4010 Capella University Interview Summary I interviewed my immediate supervisor, Rochelle Giacona. Rochelle works for St. Tammany Health Systems (STHS) as the night critical care supervisor. STHS currently has three critical care units, Intensive Care, Cardiac Care, and Neuro Intensive Care. Rochelle is the primary supervisor for the Cardiac and Intensive Care Units, but is also currently assisting in the supervision of the Neuro Intensive Care Unit. The Neuro unit is currently in the process of hiring a new manager and our critical care director has recruited the help of the other critical care managers and supervisors to help out. Rochelle was my preceptor in 2013 when I transferred to the critical care unit. She has advanced in her career over the last few years. Shortly after precepting me, she advanced to a full time charge nurse position at night, then most recently to the night critical care supervisor. She continues to maintain the role of a professional mentor to me as well as many others. Her job is to supervise the the night staff, assist with conflict resolution among coworkers, assist with conflict resolution with patient complaints, perform quality rounding with patients and staff, coordinate staffing to ensure we have adequate staff to cover all needs on the units, assist with payroll, yearly performance evaluations, and making sure the unit runs smoothly as a whole. There are many changes happening for the critical care department right now at STHS. We are currently in the process of moving to a new unit, the Neuro department is without a director, we have a lot of new employees including new graduates as well as experienced nurses transferring from other units, and overall employee morale is down. One of the biggest problems STHS is facing as a whole that also affects the critical care department is staff turn-over. We have many openings not only related to our growth as a hospital, but also related to nurses leaving. Rochelle’s hope is to implement a plan that will increase overall morale, increase nurse retention, and improve patient satisfaction. The current issue with lack of nurse retention has caused increased stress and decreased morale on the unit as a whole. Nurses are getting burnt out from working extra shifts, patient satisfaction scores are decreasing due to a slower throughput rate in the emergency room, and unit morale has plummeted. The recent experience of a global pandemic has also taken its toll on the nurses emotional and physical health. This newfound experience has also contributed greatly to nurse burnout, shortage, and turnover. The cost of high nurse turnover rates and nurse burnout levies an immense burden for hospitals’ financial health and patient care quality (Wei, 2018). Issue Identification Rochelle knows that without a creative solution for nurse burnout and dissatisfaction, staffing and nursing shortage will be an ongoing issue. Continuity of care is at risk because of the increased use of agency nurses to assist with staffing needs. Continuity of care increases patient outcomes, satisfaction, and in turn boosts morale. Rochelle is looking for evidence-based ways to boost morale, increase nurse resilience, and increase retention rates. Highly resilient nurses reported a lower level of nurse burnout (Wei, 2018). Efforts to promote job satisfaction are required to decrease the high turnover rates among nurses and promote care quality and patient safety (Son, 2019). Change Theories That Could Lead to an Interdisciplinary Solution Lewin’s unfreeze, change, refreeze theory can be used here. The first stage of this theory is to unfreeze. We can unfreeze this situation by identifying the problem. Our main focus at this time is increasing nurse resilience in order to increase retention. During the unfreezing stage, we can recruit staff members to help effectively make the staff aware of the problem at hand and let them know we are working on a plan to resolve it. When everyone understands the problem is being addressed and solutions are being prepared, this will help build staff confidence and trust in the management team. During the unfreeze phase, Rochelle could express her ideas to other members of management and share her ideas for change. This could be done during the morning huddle calls that take place every morning at 9:00 AM. Managers from every department in the hospital are including in this call and may have insight to offer.
